Career Development Plan Part Ii

Running head: Career Development Plan??¦

Career Development Plan Part II

Training and Mentoring Program


Kristina Brockman

University of Phoenix

Career Development Plan Part II: Training and Mentoring Program

The reorganization of InterClean has allowed for several in-house promotions. The new sales team will need to be trained on the tools they will need in order to have success out in the sales field. InterClean is taking their company in a new direction. The new sales team will be paired with mentors that will assist them as they learn about the new direction the company has decided to pursue.
There are five new members on the sales team. Four of them are employees from EnviroTech and one is a continuing employee from InterClean. They are all familiar with the industry and have been working in this industry for a total of 51 years between them. As you can see, there is a lot of valuable experience between all five employees. ?  Tom Gonzalez and Eric Borden have great leadership abilities and expertise in the solutions-based products that InterClean is pursuing. One of the new employees has great sales experience and is quite experienced in accomplishing goals. Susan Burnt and Terry Garcia have great customer service skills and Ving Hsu has experience as a customer trainer for our products. All of the employees have some knowledge in a variety of areas that would be beneficial to InterClean??™s sales team. They could all benefit from training and mentoring that would enhance the skills that they already possess (InterClean ??“ EnviroTech Employee Profiles).
Training and Mentoring
InterClean management is committed to training and development in the industrial cleaning and sanitation industry. These two components are part of our culture here at InterClean, and we believe that the way to fulfill this commitment is to provide training for our current as well as for future employees. For this reason, we have decided to implement a new training program with a mentor base. We recognize the value of mentoring as an important instrument of organizational learning (Cascio, 2005). The main objective of our training/mentoring program is to provide our employees with the best knowledge and skills that they need in order to do their jobs successfully.
We recognize the value of mentoring as an important instrument of organizational learning. Mentoring provides an opportunity for employees that have been successful in their area of expertise to take newer or less successful employees under their wings and to share their knowledge and give advice in ways to help their fellow employees learn and grow. By putting a mentoring/ training program together we will provide our employees the skills they will need in order to perform their jobs. For example, not only will we teach our employees how to sell our products, we will give them the knowledge to know about the products. They will learn what chemicals are in the products, what they are used for, what products can be used in conjunction with each other, and any other useful information that they may need when they are out in the field in representation of our company. Our employees need to have the knowledge of not only how to sell the product, but on how to teach our clients staff how to use the product as well.
Performance Standards
InterClean has developed performance standards which are put in place to help our employees understand their job responsibilities and activities that they are to perform for a given situation and the expected results that we want from such responsibilities and activities (Cascio, 2005). Not only do we expect our employees to meet these expectations, but we expect them to exceed in their performances here. As cleaning specialists, we believe that our service role incorporates the following responsibilities:
To have professional know-how in terms of housekeeping / cleaning objectives we believe that this is the very first requirement of our service role. Having the expertise to understand the objectives and to fulfill them requires specialist knowledge and experience. Knowing what to do, how to do it, when to do it, using which chemicals, which methods, which equipment and working to what plan.
As a minimum these objectives are:
* To maintain Health, Hygiene and Safety
* To preserve surfaces, finishes and fittings
* To maintain appearance levels
* To enhance the image of the clients organization through our work, our people and our attitudes
* Cleaning is a science of its own, so through ongoing training, we go to great lengths to ensure that all members of our team are competent Contract Cleaning Specialists. (InterClean Company Overview and E-mails).
Delivery Methods and Content for Training Program
The delivery methods that fit the training / mentoring program here at InterClean are divided into two parts: cognitive and behavioral learning. Cognitive learning will be done with both written and oral material, and behavioral learning will be accomplished by working one on one with their mentor out in the field.
The Cognitive learning process includes lectures, where a one-way oral communication exists between the trainer and the trainees. It is an oral representation of study materials. The trainees will be provided with written material as well so that they can read along with the trainer. By providing both written and oral material, the information is reinforced and the student has material to study outside of the training class as well as information to fall back on once they are out in the field alone. The trainees will also engage in open discussions with the trainers in order to answer questions, have input, and clear up any confusion that may occur during the cognitive learning period. Here at InterClean, we fill that it is important that we also introduce a e-learning training program in which training is provided through internet or computers. This material will come in the form of internet or CD-ROM (Delivery Methods, 2009).
Once our trainees are finished with their classroom training, they will be set up with a one on one mentor who will take them out in the field for further training. At first, the trainees will observe their trainers and how they work with customers and our products. The trainer needs to provide them with information such as what they are doing and why, as well as answering questions the trainee may have. Within a few weeks, the trainee should be ready to meet with customers and present their presentation with minimal help from their mentor. It is important that the mentor is there to intervene when needed and help the trainee through the presentation until they can fully and confidentially present the material on their own. During this period it is important for the mentors to build up the confidence of the trainees by providing strength recognition and feedback to the trainees (Delivery Methods, 2009). Trainees will also be given an opportunity to evaluate their trainers and mentors so that this information can be used by management to give feedback to our mentors to allow them to see what training methods are working, give praise where needed, and enhance their performance and abilities as trainers and mentors.

We feel that the time-frame for in class training should be able to be accomplished within a 72- 80 hour time-frame. This is roughly two weeks. However the e-learning will be a continuous learning program that is available to all employees and can be accessed when needed.
As far as our trainees going out with their mentors, we feel that a logical time-frame for this training should be within 4??“6 weeks depending on how fast the trainee catches on and when the mentor feels that they are capable of going out on their own. Once on their own, the mentor will go out with them once every three months for the next year to ensure that they are following procedures out in the field.
Evaluation Methods
We have briefly touched on different evaluation methods that we will use in the information above. Yet, let us go through this information again. There will be objective test formats in which, tests are given to the trainees to evaluate the understanding of the training program content. We will also give attitude surveys like perceptions, encouragement, values, etc. in which it measures the attitude of the trainees through some questions. We will also use on-site observation in which the employee performance is observed on-the-job by the trainer to check the gap between the desired and current performance of the trainee. And we will use the evaluations that are done by the trainees to improve and enhance the performances of our trainers and mentors (Cascio, 2005).
As said before, the feedback is a very important and vital tool used in the training program. By no means is the feedback to be used to criticize our employees. It is used to point out mistakes or other issues in order to improve performances and to appraise those for good performances.
Alternate Avenues for Further Employee Development
For those employees that require additional training, our trainers are here for you. It can be arranged for more one-on-one training. We will implement daily performance reports in order to give more feedback to help reinforce positive behaviors and training. Mentors will also be available for extended time when needed.


Behavior Modeling. (2007). Retrieved April 18, 2009, from
Cascio, W. (2006). Managing human resources: Productivity, quality of work life, profits (7th ed.).[University of Phoenix Custom Edition e-Text]. New York: McGraw-Hill. Retrieved April? 18, 2010 from University of Phoenix HRM531 website.? 
Delivery Methods. (2009). Retrieved April 18, 2010 from:
University of Phoenix. Supplements ??“ InterClean ??“ EnviroTech Merger Scenario. Interclean Scenario Attachments A and B. Retrieved April 18, 2010 from University of Phoenix, Week One, HRM 531 Website.